• Leadership is an Art, by Max Dupree
• The No Asshole Rule, by Robert Sutton
• The Art of War, by Sun Tzu
• The Prince, by Niccolo Machiavelli

We have touched upon multiple perspectives, cultures, and indeed millennia.

• Crush your opponents, or plan to be crushed.
• Be miserly rather than generous.
• It is far better to be feared than to be loved (although it is imperative to avoid being hated or despised).
• Embrace your animal nature – be cunning and strong to avoid traps and to defeat predators.
• Lie and deceive, but only in ways where you will not be found out.
• Strongly discourage unsolicited input from others.

• Work smarter rather than harder. Constantly evaluate situations and seek the right course of action before acting.
• Understand the morality of rule and of law. This will make the team accountable for upholding the highest standards of conduct.
• Analyze an actual situation in terms of the ideal circumstances. Do not lose sight of either the optimal or the actual situations.
• If you do not have to go to war, do not go.
• Do not put yourself in situations where you cannot be successful.
• Use texts like Sun Tzu for introspection, and to continue to learn and grow throughout your career.
• Great leaders are absolutely committed to developing other great leaders around them.

1. The behavior of the organization begins with the people in charge. Actions speak louder than words in creating culture.
2. Some cultures seem to be self-regulating: jerk behavior doesn’t pay off, and people feel empowered to reject and correct it.   What makes individuals feel accountable for doing so?
3. On an individual level, there is more room for guidance on how to constructively conflict with assholes and their antics. Doing so inevitably requires strength of character as well as skill.
4. Sutton did offer some guidance on how to police ourselves. In disagreements, he wisely advises us to speak as if we were right, and to listen as if we were wrong.
5. Much of successful business is about risk management. On that basis, assholes are too costly to an organization, and Sutton’s suggestions help leaders manage risk constructively.

• It is unofficially standard reading for businesspeople. When I tell people that, in my first job, a grizzled veteran handed me a copy and said, “read this if you want to understand office politics,” it is amazing how many people have a similar story to tell.
• I’m interested in the degree to which military thinking should inform business thinking. Where are these metaphors helpful? What are the risks of using them?
• It’s a good transition from the general topic of culture to the general topic of strategy.
• I strongly suspect – let’s be honest here – that more people have the book on their shelves than have actually read it.

• Much of the book describes not individual acts or aspects of leadership per se, but an ongoing commitment to creating an environment in which others can lead, follow, and thrive. 
• Different situations call for different leadership styles.  Under some circumstances, the most effective leader will delegate broadly and demonstrate trust in subordinates to make decisions and execute. Other situations call for very directive, hands-on management. The most effective style depends on the organization, its stage of development and its immediate needs.
• DePree also emphasized the importance of understanding and appreciating team members as whole people, with lives and commitments and dimensions outside of work. He also believes that leaders have a positive obligation to meet the needs of those people.
• Management and manipulation aren’t dirty words, but an effective leader is thoughtful and judicious about what she manipulates – how she creates and manages situations in which subordinates and colleagues can succeed. 
• Aspects of DePree’s work are timeless, but other aspects seemed dated. The group wondered whether some of his advice and perspectives are applicable to many companies today. We also wondered about the extent to which is perspective was informed by his circumstances: literally inheriting leadership of a company, Herman Miller’s strong legacy, the location in a small town, etc.
• We discussed the extent to which DePree’s concept of a covenantal employment relationship – layered over a thinner, contractual one – actually characterizes most employment relationships today. 
  • We agreed that the degree to which many employers stress the at-will nature of employment necessarily affects our relationships at work, in opposition to DePree’s covenantal concept. 
  • Therefore, we have to recognize the degree to which our employees are volunteers, and motivate them accordingly.
• Overall, DePree’s concept of a leader as a servant comes through loud and clear in this work.  He attributes that conception of leadership to guru and AT&T executive Robert Greenleaf, citing that author’s germinal work, Servant Leadership, at several points.   
• The principal strengths of DePree’s book are to be found in his practical application of the tenets of Servant Leadership, and in the stories that illustrate his observations and advice.

1. Focus a bit more. Use the discussion guide to focus the discussion on a core theme related to the work.
2. Gather key points. End the discussion about 10 minutes earlier, then lead the group to articulate the key points gathered from the reading. We will save these as a summary to be used over time.

• The primary objectives of the HLWG are to help participants learn and develop ethical leadership skills, and to encourage members to collaborate, improve, and solve problems together.
• The group is open to anyone interested in ethical leadership. Participation is entirely free of charge.
• The success of the group will depend upon mutual trust, respect, and confidentiality.
• Our focus will be on practical application of learning to real-world leadership.
• In order to best pursue our shared objectives, the group will remain non-partisan and secular.
• The HLWG is a service of the Hill Center for Ethical Business Leadership. 

• Regular group meetings will be held on the third Wednesday of each month, 7:30-9:00 AM, at the James J. Hill Library.
• Prior to each meeting we will select a reading to be completed before the meeting. A group member will volunteer to lead the meeting.
• Typical meeting agenda:
  • Introductions
  • Announcements or business
  • Response to the reading. A volunteer leader will share a summary and reflections (10-15 minutes). 
  • Group Discussion The remainder of the time will be for discussion, using an agreed-upon discussion guide. 

• Group members may call on one another at any time to collaborate, confer, solve problems, etc. These ad hoc meetings may be held via teleconference, at the Hill Library, or at the members’ offices.
• We will maintain a member contact list, available for the use of members only.   Inclusion on the list will be voluntary.
• Notices will be posted on the Hill Center Website and Director’s Blog. Members will be notified via email. We will also use other technologies to promote communication and collaboration going forward.